The document outlines the HRM 410 course for DeVry University, covering various assignments, discussions, and projects related to strategic staffing, organizational planning, employment laws, and recruitment processes. It emphasizes the importance of proper APA citation for all coursework and details specific topics and guidelines for students' weekly discussions, including job analysis, legal aspects of staffing, recruitment methods, selection tools, performance management, and employee retention. Additionally, students are required to create a strategic staffing handbook as part of their course project.

1. DeVry University HRM 410 Homework
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Get helpforDeVryUniversityHRM410 complete course.We provide assignment,homework,
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HRM 410 Week 1 Discussion
Organizational StrategicPlanningandStaffing
What isthe connectionbetweenorganizational strategicplanningandbusinessplanningandstaffing?
Can youdo effectivestaffingwithoutknowingthe organization’sstrategicdirection?Whyisitimportant
to knowthe strategicvisionof the variousdepartmentsthatwe serve?
Please rememberthatproperAPA citationisrequiredforALLcourse work,includingourdiscussions.
Thismeansthat any material youborrow fromthe Internet,ourtextbook,oranyother source mustbe
setin quotationmarkswiththe source noted.Thenyoumustadd yourown thoughtsandideastothe
borrowedmaterial.Borrowedmaterial mustneverdominateyourwork.
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Strategic-Plann-36459
HRM 410 Week 1 Discussion2
StaffingImplementationModel
How wouldyoudesigna staffingmodel toworkeffectivelywiththe organizational needsandwith
sufficientmetricstoknowthatyouare findingthe rightcandidates?Whatisthe relationshipbetween
the approach to staffingusedinthe organizationandmeasurement?
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Implementation-Model-36460
HRM 410 Week 2 Discussion1
There are manyemploymentlawstodiscussandreview thisweek.Let’slookatthese lawsfromyour
pointof view.Whichof the major employmentlawsdoyoufindthe mostinterestingandwhy?Which

2. law,executiveorder,orcourtdecisiondoyouthinkisthe most influentialandhasthe most impacton
staffing?Are there anyof these lawsthatyouwouldargue are outdatedandno longerneeded?
Please rememberthatproperAPA citationisrequiredforALLcourse work,includingourdiscussions.
Thismeansthat any material youborrow fromthe Internet,ourtextbook,oranyothersource mustbe
setin quotationmarkswiththe source noted.Thenyoumustadd yourown thoughtsandideastothe
borrowedmaterial.Borrowedmaterial mustneverdominateyour work.
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many-employment-la-36461
HRM 410 Week 2 Discussion2
BusinessImplicationsof the Laws
Whenwe are performingourstaffingjobs,we aren’tworkinginavacuumfrom the restof society.What
are the broaderimplicationsof the Age DiscriminationinEmploymentActof 1967 and the Immigration
ReformandControl Act of 1986 forthe organizationandstaffing?Isage discriminationaliveandwell in
manyorganizations?Whatare the implicationsof hiringpeople whoare notauthorizedtoworkinthe
UnitedStates?Do organizationshire thesepeople,andwhywouldtheyinlightof the law?
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Implications-of-the-36462
HRM 410 Week 3 Discussion2
KSAsand Behavioral Competencies
What issuescanaffectthe accuracy of a KSA collection?How canthese be overcome?Are there special
issuesorconcernswhenitcomesto discovering the employee behaviorsthatare requiredinthe
position?
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Behavioral-Competenc-36466
HRM 410 Week 4 Discussion 1
InterviewStrategy
What are some of the most effective interview questionsthatyouuse orhave heard fromothers?What
makesthemeffective?Let’sdiagnose some of the mostineffectiveinterview questionsthatyou’ve

3. heardin the past.How can theybe fixedtobe more effective anduseful ingettingthe informationwe
need?
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Strategy-What-ar-36467
HRM 410 Week 4 Discussion2
Recruitment
In today’sworld,recruitingnew employeeshastakenona global aspect,eveninsmall mom&pop
shops.Insearchingforthe bestandhighestperformingemployees,HumanResource managershave so
manyways to findnewemployees.Whatare some of those ways?PickONE methodof recruitingnew
employees,andtalkabouthowthatmethodmightworkthe bestfor YOUR companyinyour projectand
why.Include inyourfirstpostthe name and backgroundof yourcompany.
Aftermakingyourfirstpost,engage withyourcolleaguesabouttheirideasforrecruitingnew
candidates.Canyouthinkof otherways thatmightwork foryour classmates’companies?
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In-today-s-36471
HRM 410 Week 4 Course Project
GuidelinesandMilestones
You are the newHR BusinessPartnerata medium-size organizationanditisyourjobto create an
original (notcopiedfromthe textorothersources) handbookwithmanyof the toolsneededinthe
strategicstaffingprocess.The bodyof the projectshoulddevelopthe followingstaffingtools.Organize
your paperthroughuse of headings,whichcorrespondtothe followingtopicsandtools:
1. Provide the brief backgroundof yourorganization(youcanuse areal one or fictitiousone.)
Introduce the companyto whichthe strategicstaffinghandbookapplies.Talkaboutthingssuchasthe
numberof employees,yearsinbusiness,strategicfocus,mission,the typesof positionsthiscompany
has,and it’spurpose inthe industry.Endwitha strong thesisstatementthat setsthe stage for the rest
of the handbook.Inotherwordsthe lastone or twosentencesof thissectionshouldsummarizewhat
youplan to talkaboutin thisdocument.
2. Define strategicstaffing,asitpertainstoyourorganization.(TCOs1 and2).
Transitionfromthe introductionwhere youtalkedaboutthe companytotalkingaboutwhatthe
definitionof strategicstaffingis,whyit’simportanttostaff strategicallyandhow youwill goabout

4. makingsure that strategicstaffinghappensinyourcompany. Youwill cite thingsyouuse tohelpyou
developthe definitionof strategicstaffing.Explainhow staffingstructure,policies,practices,
procedures,informationsystems,budgetsandlegal reportingrequirementscanbe implementedasan
integratedstaffingmanagementsystemtohelporganizationsmeettheirstrategicgoals.Atthe endof
the section,youneedtotransitionintothe jobanalysissection,where youdiscussthe importance of
havingjobanalysisinplace inorderto effectivelystaff the organization.
3. JobAnalysis(TCO4).Identifythe componentsof acomplete jobanalysis(jobcontent,
requirements,competencies,compensation) andexplainhow the differentpartsof anintegrated
staffingmanagementsystemcontributestoeachcomponent.Explainhow yourorganizationwill
performjobanalysis(i.e.method,timing,andwho).If JA will be done differentlyatdifferentlevelsof
the organization,be sure toexplainthatdifference.
4. Legal Aspectsof Staffing.(TCO3) Giventhe possible vulnerabilitiesintoday’slitigious
environment,identifyanddescribe the lawsandregulationsthataffectthe recruitingandselection
process.(Include atleast3 laws/regulationsthatpertaintorecruitingorselection,andexplaintheir
pertinence toyourcompany’sstrategyonstaffing,inplainlanguagegearedtoyourmiddle managers
and hiringmanagers).
5. Recruiting(TCO5).Describe the decisionsinvolvedinplanningforeffective recruitment,
includingsources(internal,external),types,andmessages.
Afterputtinga jobanalysisinplace forall positionsinanorganization,we know whatwe are lookingfor
inregards to KSAsneededforapositionwhenhiring.Giventhisinformation,youcandiscussthe
method(s) forrecruitingyouwoulduse.Discusswhatmethod(s) youmightuse andthe importance of
the method(s) youhave chosen.Howwouldyouuse thatmethod?Providethe rationale behindwhy
that methodisappropriate foryourorganization.Inthissectionyouwouldcite informationrelatedto
whatyour recruitingmethod(s) are,andhow theymightbe used.Yourrationale mayalsobe cited,but
islikelythatthatis howthe infoisrelatedtoyour companyand thuswouldnotbe cited,as itis original
work.You will alsoinclude anexample of apositionposting,asitmay appear“on” or “in” the method
youchose to recruit.Thispositionpostingisfocusedonone positioninthe organization,thus,this
entire sectioncanbe focusedonone positionif youdesire.
6. Selectingthe rightCandidates.(TCO 6).
Afterrecruitingqualitycandidates,organizationshave todecide whattoolsitwill use toselectthe
candidate(s) tohire.These toolsconsistof avarietyof assessments,suchasinterviews,personality
testing,amongmanyothers.All selectiontoolschosen,mustbe jobrelevant.Whatmethodswillyou
use to selectthe rightcandidatesforyourorganization?
a. Discussthe interview processyourcompanywill use duringhiring.Discusswhowill be involved,
why,and provide alistof interview questions(atleast8) whichare legal,non-generic,andspecificto
the position(youpostedabove)inthe organization - developthese questionsforthe positionyou
mentionedinthe jobpostingearlierinthe handbook.Explaintomanagershow tocreate similar

5. questionsforotherjobstheywill needtofill.If youuse the questionsfromthe Week5assignment,be
sure theyare specifictothe jobpostedabove.
b. State what pre-employmenttestsandassessmentswillbe allowedandusedatyour
organization.Provide the namesof atleastthree suchtestsor assessments,andprovide detailsabout
theiruse.Explainthe philosophyof the companytowardsthese tests/assessments,andguide managers
intheiruse.(i.e.performance,personality,honestyandintegrity,background,criminal,drugtests,etc.).
Please make sure tonote whichassessmentscannotbe implementeduntilafteraconditional offerof
employment.Thissectionshouldinclude abalance of assessments(orselectiontools) youwilluse both
before andafteran offer.
7. Performance Management(TCO7).Describe how ongoingevaluationandreview contribute to
the retentionof successful employees.Identifyanddescribethe methodandprocessof job
performance reviewyourcompanywill use.Provideinstructionsforcalibrationof performance
appraisal acrossthe company.
8. Retention.(TCO8).Retainingsuccessfulemployeesallowsanorganizationtominimize the costs
associatedwithrecruitmentandtrainingof new employees,identifyhow workforce management
practices(workforce teamformation,more horizontal organizational charts,etc.) canaffecteffective
staffingdecisionsthatmeetorganizational needsforflexibilityandencourage employeeretention.
Discussthe thingsyourorganizationwill putinplace tohelpretainhighqualityemployees.
9. Provide aclosingsummarytothe paper.Thissummaryshouldbe directedtoyourinstructor –
summarize the mainpointsandutilityof the handbookyoucreated,andprovide informationonwhat
youfoundhard, or easy,aboutthe assignment.Whatdidyoulearnfromthis?What new ideasdidyou
come up with?What wouldyoulike tofindoutmore about?
10. In the end,youshouldhave a StrategicStaffingHandbookthatyoucan reference inthe future.
Buildthis assignmentforyourself!
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and-Milestones-36481
HRM 410 Week 5 Discussion1
Effective Assessments
Whenyouthinkabout all of the assessmentsthatare usedinthe entire staffingprocess,whichonesare
the most effective athelpingfindthe rightcandidates?Whatare some of the assessmentthatyou
wouldlike toavoidandwhy?
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Assessments-Whe-36486

6. HRM 410 Week 5 Discussion2
SelectionTools
Controversycontinuesoverprivacywhenapplyingforajob.Some employersare requiringcandidates
to take integritytests,polygraphtests,drugtests,and/orhandwritingtests(graphology).Are these
selectiontoolslegal?Howwouldyoudefendusingthese selectiontools?
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Tools-Controver-36487
HRM 410 Week 5 InterviewQuestions
• Create questionsthatyouthinkwouldespeciallysupportidentifyingthe KSAsof the candidates
for thisposition.Thinkaboutwhatthe KSAswouldbe forthe jobyouselected,aswell assome of the
dutiesthatcome to mind.
• DO NOTsubmitany“generic”questions
• All questions,rationaledata,andpositiondescriptionMUSTbe writtenbyyou
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Create-questions-t-36492
HRM 410 Week 6 Discussion1
Measuresof Job Performance
What are the differentwaystomeasure performance of anemployee?Whichapproachesstandupthe
bestovertime andactuallyleadto improvedperformance?Canwe actuallymeasure mostemployee
performance—suchasworkbehaviors?Isn’tthere alotof subjectivityto employee performance?
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Job-Performance-36488
HRM 410 Week 6 Discussion2
Performance Feedbackandthe Employee

7. Why are employees“uptight”whenitcomestoreceivingfeedbackfromtheirmanager?Doemployees
reallygetanybenefitorvalue fromthe organization’sperformancefeedbacksystem?Doesthe
organizationactuallybenefitorisall thisa waste of time?Woulditbe betterto simplysupplyongoing
coachingand forgetthe formal performance feedbackprocess?
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Feedback-and-the-36490
HRM 410 Week 6 Course Project
GuidelinesandMilestones
Back to Top
You are the newHR BusinessPartnerata medium-size organizationanditisyourjobto create an
original (notcopiedfromthe textorothersources) handbookwithmanyof the toolsneededinthe
strategicstaffingprocess.The bodyof the projectshoulddevelopthe followingstaffingtools.Organize
your paperthroughuse of headings,whichcorrespondtothe followingtopicsandtools:
1. Provide the brief backgroundof yourorganization(youcanuse areal one or fictitiousone.)
Introduce the companyto whichthe strategicstaffinghandbookapplies.Talkaboutthingssuchasthe
numberof employees,yearsinbusiness,strategicfocus,mission,the typesof positionsthiscompany
has,and it’spurpose inthe industry.Endwitha strong thesisstatementthatsetsthe stage for the rest
of the handbook.Inotherwordsthe lastone or twosentencesof thissectionshouldsummarizewhat
youplan to talkaboutin thisdocument.
2. Define strategicstaffing,asitpertainstoyourorganization.(TCOs1 and2).
Transitionfromthe introductionwhere youtalkedaboutthe companytotalkingaboutwhatthe
definitionof strategicstaffingis,whyit’simportanttostaff strategicallyandhow youwill goabout
makingsure that strategicstaffinghappensinyourcompany.Youwill cite thingsyouuse tohelpyou
developthe definitionof strategicstaffing.Explainhow staffingstructure,policies,practices,
procedures,informationsystems,budgetsandlegal reportingrequirementscanbe implementedasan
integratedstaffingmanagementsystemtohelporganizationsmeettheirstrategicgoals.Atthe endof
the section,youneedtotransitionintothe jobanalysissection,where youdiscussthe importance of
havingjobanalysisinplace inorderto effectivelystaff the organization.
3. JobAnalysis(TCO4).Identifythe componentsof acomplete jobanalysis(jobcontent,
requirements,competencies,compensation) andexplainhow the differentpartsof anintegrated
staffingmanagementsystemcontributestoeachcomponent.Explainhow yourorganizationwill
performjobanalysis(i.e.method,timing,andwho).If JA will be done differentlyatdifferentlevelsof
the organization,be sure toexplainthatdifference.

8. 4. Legal Aspectsof Staffing.(TCO3) Giventhe possible vulnerabilities intoday’slitigious
environment,identifyanddescribe the lawsandregulationsthataffectthe recruitingandselection
process.(Include atleast3 laws/regulationsthatpertaintorecruitingorselection,andexplaintheir
pertinence toyourcompany’s strategyonstaffing,inplainlanguagegearedtoyourmiddle managers
and hiringmanagers).
5. Recruiting(TCO5).Describe the decisionsinvolvedinplanningforeffective recruitment,
includingsources(internal,external),types,andmessages.
Afterputtinga jobanalysisinplace forall positionsinanorganization,we know whatwe are lookingfor
inregards to KSAsneededforapositionwhenhiring.Giventhisinformation,youcandiscussthe
method(s) forrecruitingyouwoulduse.Discusswhatmethod(s) youmightuse andthe importance of
the method(s) youhave chosen.Howwouldyouuse thatmethod?Providethe rationale behindwhy
that methodisappropriate foryourorganization.Inthissectionyouwouldcite informationrelatedto
whatyour recruitingmethod(s) are,andhow theymightbe used.Yourrationale mayalsobe cited,but
islikelythatthatis howthe infoisrelatedtoyour companyand thuswouldnotbe cited,as itis original
work.You will alsoinclude anexample of apositionposting,asitmay appear“on” or “in” the method
youchose to recruit.Thispositionpostingisfocusedonone positioninthe organization,thus,this
entire sectioncanbe focusedonone positionif youdesire.
6. Selectingthe rightCandidates.(TCO6).
Afterrecruitingqualitycandidates,organizationshave todecide whattoolsitwill use toselectthe
candidate(s) tohire.These toolsconsistof avarietyof assessments,suchasinterviews,personality
testing,amongmanyothers.All selectiontoolschosen, mustbe jobrelevant.Whatmethodswillyou
use to selectthe rightcandidatesforyourorganization?
a. Discussthe interview processyourcompanywill use duringhiring.Discusswhowill be involved,
why,and provide alistof interview questions(atleast8) whichare legal,non-generic,andspecificto
the position(youpostedabove)inthe organization - developthese questionsforthe positionyou
mentionedinthe jobpostingearlierinthe handbook.Explaintomanagershow tocreate similar
questionsforotherjobstheywill needtofill.If youuse the questionsfromthe Week5assignment,be
sure theyare specifictothe jobpostedabove.
b. State what pre-employmenttestsandassessmentswillbe allowedandusedatyour
organization.Provide the namesof atleastthree suchtestsor assessments,andprovide detailsabout
theiruse.Explainthe philosophyof the companytowardsthese tests/assessments,andguide managers
intheiruse.(i.e.performance,personality,honestyandintegrity,background, criminal,drugtests,etc.).
Please make sure tonote whichassessmentscannotbe implementeduntilafteraconditional offerof
employment.Thissectionshouldinclude abalance of assessments(orselectiontools) youwilluse both
before andafteran offer.
7. Performance Management(TCO7).Describe how ongoingevaluationandreview contribute to
the retentionof successful employees.Identifyanddescribethe methodandprocessof job

9. performance reviewyourcompanywill use.Provideinstructionsforcalibrationof performance
appraisal acrossthe company.
8. Retention.(TCO8).Retainingsuccessfulemployeesallowsanorganizationtominimize the costs
associatedwithrecruitmentandtrainingof new employees,identifyhow workforce management
practices(workforce teamformation,more horizontal organizational charts,etc.) canaffecteffective
staffingdecisionsthatmeetorganizational needsforflexibilityandencourage employeeretention.
Discussthe thingsyourorganizationwill putinplace tohelpretainhighqualityemployees.
9. Provide aclosingsummarytothe paper.Thissummaryshouldbe directedtoyourinstructor –
summarize the mainpointsandutilityof the handbookyoucreated,andprovide informationonwhat
youfoundhard, or easy,aboutthe assignment.Whatdidyoulearnfromthis?What new ideasdidyou
come up with?What wouldyoulike tofindoutmore about?
10. In the end,youshouldhave a StrategicStaffingHandbookthatyoucan reference inthe future.
Buildthisassignmentforyourself!
http://www.justquestionanswer.com/viewanswer_detail/HRM-410-Week-6-Course-Project-Guidelines-
and-Milestones-39958
HRM 410 Week 7 Discussion1
Explainthe role of the staffingprofessional andthe staffingprocessinemployee retention.Isn’titall
overwithonce the individual ishiredandstaffingmovesontothe nextopenposition?Explain.
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HRM 410 Week 7 Discussion2
Whenit comesto keepingemployeesinthe organization,are we interestedintryingtofindwaysto
retaineveryexistingemployee?Are there certainemployeeswhoactuallybenefitthemselvesandthe
organizationbyleaving?Whendowe have toomuchturnover andwhendo we not have enough
turnover?Explain.
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comes-to-keeping-empl-39969